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| Criterion |  Engineering Kanban |  Operations Process Mapping |  Agile NoEstimates |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Ongoing | 1-3 h | laufend | 30-120 min |
Participantsdifferent | 2-12 | 3-10 | 2-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Process Map, Handoff List, Improvement Backlog | Throughput Data, Flow Forecast, Slicing Rules | Observation Notes, Improvement Ideas |
Tagsno overlap | FlowVisual managementDelivery | ProcessOperationsImprovement | EstimationForecastingFlow | LeanObservationProcessOperations |